Growth 2.0 (Q2100795): Difference between revisions
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Revision as of 07:40, 17 July 2020
Project in Denmark financed by DG Regio
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Growth 2.0 |
Project in Denmark financed by DG Regio |
Statements
7,628,954.0 Danish krone
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15,480,972.0 Danish krone
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49.0 percent
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24 April 2014
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30 April 2017
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Væksthus Nordjylland
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Q2529667 (Deleted Item)
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57°1'46.2"N, 9°59'39.1"E
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9220
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Formålet er at skabe vækst i 92 virksomheder med afsæt i strategi-/udviklingsarbejde, gennem kompetenceudvikling af ledere/medarbejdere, samt ved at fastholde eksisterende og tiltrække nye medarbejdere baseret på et gennemarbejdet strategisk beslutningsgrundlag. Vækst 2.0 tjener samtidig som metodeudviklingsprojekt (nye virkemidler, nye metodikker mv.) hvor læringen implementeres og forankres, så den danner grundlag for fremtidige udviklingsprojekter. Projektet er faseopdelt: - Metodeudvikling, - Gennemførelse - PerspektiveringVed at udvikle de rette metoder for gennemførelse, og sideløbende opsamle på resultaterne, skabes en projektmodel, der sikrer optimale vækstbetingelser for virksomhederne, samt at de periodeopdelte effektmål nås.De virksomhedsrettede aktiviteter tager udgangspunkt i hovedaktiviteterne Forretnings-, Ledelses-, Eksport-, Proces-, Produkt- og Salgsudvikling (fase 2).Der er valgt 3 specifikke indsatsområder (jf. Bilag 2):- Vækst via Rådgivning - bruges når virksomheden står over for forandringer, der kræver en særlig indsats, for at vækstpotentialet udforskes og udnyttes.- Vækst via Kompetenceudvikling - skal med afsæt i virksomhedens strategi igangsætte de rette kompetenceudviklingsforløb for ledere og medarbejdere.- Vækst via Camps - baseres på synergien, der opstår, når egen virksomhed spejles i andres. Derved opnår ny læring og best practice fra ligesindede.For at skabe størst mulig vækst, ønskes nye metodikker i tilgangen til vækstvirksomhederne afprøvet. Vækst 2.0 er bygget op omkring:1:Differentiering: En screeningsmodel udarbejdes, for at kunne identificere og differentiere den enkelte virksomheds vækstpotentiale: A=højt, B=middel, og C=lavt.En ny kunde screenes, en vækstkortlægning udarbejdes, og vækstpotentialet vurderes ud fra en række væsktfaktorer.2: Ansøgningsproces: På baggrund af de differentierede vækstpotentialer vil der være tilsvarende differentierede ressourcer at søge.Vækstpotentialevurdering foretages af en uvildig sparringsgruppe.3: Forankring: Med afsæt i Transfer Learning sikres et tættere parløb med virksomhederne. Indsatsen forankres, så vægtningen af eksekvering/forankring opprioriteres (Danish)
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The aim is to create growth in 92 enterprises, building on strategy/development work, through skills development of managers/employees, as well as maintaining existing and attracting new staff based on a strategic decision-making basis. Growth 2.0 serves at the same time as methodological development (new instruments, new methodologies, etc.) where learning is implemented and anchored to form the basis for future development projects. The project is phased out: — methodological development, — implementation — Perspectives by developing the right methods of implementation, and collecting in parallel the results, creating a project model that ensures optimal growth conditions for businesses, and that the business oriented activities are based on the main activities business, management, export, process, product and sales development (Phase 2). 3 specific areas for action have been selected (see Annex 2): — Growth through advice — when the business is facing changes requiring special effort to explore the growth potential, and explosivity through skills development — building on the company’s strategy to launch the right skills development paths for managers and employee. — Growth through Camps — based on synergies that occur when scouts are scented to others. This makes new learning and best practice from an equal footing. in order to maximise growth, new methodologies are being sought in the approach to growth companies tested. Growth 2.0 is built omkring:1:Differentiering: A screening model shall be drawn up in order to identify and differentiate the growth potential of each undertaking: A = high, B = medium, and C = low. a new customer is screened, a growth mapping is prepared, and the growth potential is assessed by a number of liquid factors.2: Application process: Based on the differentiated growth potentials, there will be correspondingly differentiated resources at the search. the potential for growth potential will be carried out by an independent sparring group. 3: Anchorage: On the basis of the way in which it is based, a closer partnership with businesses will be ensured. Efforts shall be lashed down to give priority to the weightings assigned to the execution/anchorage of the undertaking; (English)
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Identifiers
43
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